The document discusses introducing and implementing a Rapid Lean Six Sigma program to promote a culture of continuous improvement through eliminating waste using speed, simplicity and bold problem-solving techniques. It provides an agenda and objectives for a workshop to teach basic Rapid Lean Six Sigma tools and techniques to empower teams to continuously improve processes. The document emphasizes that success depends on developing the right culture and leadership approach to drive engagement in continuous improvement.
Leading In A Lean Six Sigma Environment.Short Version For Webjohnbesaw
This document discusses leading in a Lean Six Sigma environment. It emphasizes building a shared vision and culture of continuous improvement. The Lean Six Sigma approach promotes eliminating waste to improve processes and customer satisfaction. Leaders must actively support improvement efforts through training, communication, and modeling desired behaviors. Both hard systems and soft cultural aspects are important to fully implement this approach.
Kandis O'Brien- Productized Masterclasses.pptxProductized
1. How to Redesign Your Organization for Innovation Delivery is hard and staying aligned is even harder especially as companies scale.
2.Methods of design and vision sprints In order to co-create more adaptive and resilient organizations, you will learn tactics on how to use certain methods with focus on companies and discuss effective collaboration.
3. Faster decision making in vision sprints In this Masterclass, you will learn how to achieve shared goals and improve ways of working and amplify your teams’ ability.
4. Tools to help you Organizations are constantly evolving human networks. To shape their direction and momentum, leaders must address: the five essential dimensions of organizational design and Balancing Alignment and Autonomy.
5. And many more strategies Squads? Tribes? Two Pizza Pies? Come learn how to design the right operating model for your company’s context and culture.
Using Lean Thinking to Increase the Value of AgileExcella
“Agile doesn’t have a brain.” This quote from Bill Scott, VP, Business Engineering and Product Development at PayPal, is provocative for sure, but it spotlights the notion that in most organizations Agile is primarily applied as a downstream engineering approach that isn’t inherently concerned with optimizing product design and user experience, the determinants of value to the customer. The learning cycles that form the basis of Scrum are focused on verification and validation of user needs as they are already identified in the backlog’s user stories, but provide little guidance on how to translate organizational goals and customer needs into the backlog’s content and relative priorities in the first place. As a result, the danger persists that Agile teams end up very efficiently building products that implement an incomplete and subjective perception of customers’ wants and needs.
This presentation explores how Lean thinking can expand the “inspect and adapt” cycles of Agile development beyond implementation and help to systematically determine which features and design choices really provide the greatest customer value. After a brief introduction to Lean concepts, the presentation discusses how Lean approaches product development as a series of hypotheses about customers’ value perception and builds on Agile’s rapid iterative delivery of working software to test these assumptions. Finally, it highlights ways to derive testable assumptions from organizational goals, such as the Lean UX Hypothesis Statement template and Gojko Adzic’s Impact Mapping.
Applying agile and lean concepts in organizations in preneur - 22updatebrea...inPreneur
Presentación de Ramon Costa, Dynamic Partner y Cofundador de inPreneur, en el marco del BizBarcelona 2012 (22@Breakfast) sobre 'empresas lean y ágiles'
Design thinking and rapid prototyping enable organizations to innovate like startups. Companies that invest in design outperform peers, but many companies are slow to adopt these practices. Business agility requires a holistic approach where principles are applied flexibly based on an organization's unique needs, with a focus on mindset change over rigid processes. Innovation depends on understanding problems through collaboration and experimentation.
This document provides an overview of an agenda for a conference panel on agile frameworks. It lists several popular agile frameworks like Scrum, SAFe, Lean, Kanban, and others. For each framework, it provides a brief description of its characteristics and when it may be a good choice. It also discusses different agile houses or tribes that use variations of these frameworks. Finally, it introduces the panelists who will discuss customer and business drivers of agile adoption.
Leading In A Lean Six Sigma Environment.Short Version For Webjohnbesaw
This document discusses leading in a Lean Six Sigma environment. It emphasizes building a shared vision and culture of continuous improvement. The Lean Six Sigma approach promotes eliminating waste to improve processes and customer satisfaction. Leaders must actively support improvement efforts through training, communication, and modeling desired behaviors. Both hard systems and soft cultural aspects are important to fully implement this approach.
Kandis O'Brien- Productized Masterclasses.pptxProductized
1. How to Redesign Your Organization for Innovation Delivery is hard and staying aligned is even harder especially as companies scale.
2.Methods of design and vision sprints In order to co-create more adaptive and resilient organizations, you will learn tactics on how to use certain methods with focus on companies and discuss effective collaboration.
3. Faster decision making in vision sprints In this Masterclass, you will learn how to achieve shared goals and improve ways of working and amplify your teams’ ability.
4. Tools to help you Organizations are constantly evolving human networks. To shape their direction and momentum, leaders must address: the five essential dimensions of organizational design and Balancing Alignment and Autonomy.
5. And many more strategies Squads? Tribes? Two Pizza Pies? Come learn how to design the right operating model for your company’s context and culture.
Using Lean Thinking to Increase the Value of AgileExcella
“Agile doesn’t have a brain.” This quote from Bill Scott, VP, Business Engineering and Product Development at PayPal, is provocative for sure, but it spotlights the notion that in most organizations Agile is primarily applied as a downstream engineering approach that isn’t inherently concerned with optimizing product design and user experience, the determinants of value to the customer. The learning cycles that form the basis of Scrum are focused on verification and validation of user needs as they are already identified in the backlog’s user stories, but provide little guidance on how to translate organizational goals and customer needs into the backlog’s content and relative priorities in the first place. As a result, the danger persists that Agile teams end up very efficiently building products that implement an incomplete and subjective perception of customers’ wants and needs.
This presentation explores how Lean thinking can expand the “inspect and adapt” cycles of Agile development beyond implementation and help to systematically determine which features and design choices really provide the greatest customer value. After a brief introduction to Lean concepts, the presentation discusses how Lean approaches product development as a series of hypotheses about customers’ value perception and builds on Agile’s rapid iterative delivery of working software to test these assumptions. Finally, it highlights ways to derive testable assumptions from organizational goals, such as the Lean UX Hypothesis Statement template and Gojko Adzic’s Impact Mapping.
Applying agile and lean concepts in organizations in preneur - 22updatebrea...inPreneur
Presentación de Ramon Costa, Dynamic Partner y Cofundador de inPreneur, en el marco del BizBarcelona 2012 (22@Breakfast) sobre 'empresas lean y ágiles'
Design thinking and rapid prototyping enable organizations to innovate like startups. Companies that invest in design outperform peers, but many companies are slow to adopt these practices. Business agility requires a holistic approach where principles are applied flexibly based on an organization's unique needs, with a focus on mindset change over rigid processes. Innovation depends on understanding problems through collaboration and experimentation.
This document provides an overview of an agenda for a conference panel on agile frameworks. It lists several popular agile frameworks like Scrum, SAFe, Lean, Kanban, and others. For each framework, it provides a brief description of its characteristics and when it may be a good choice. It also discusses different agile houses or tribes that use variations of these frameworks. Finally, it introduces the panelists who will discuss customer and business drivers of agile adoption.
What is the best Agile Adoption or Agile Transformation organization and team structure and the talent needed to successfully implement Agile across the company? Is there a best approach?
This one day course covers fundamentals of agile. The course will explore the origins and history of agile, understand the agile mindset, and learn techniques for planning, estimation, tracking progress, and adapting processes. The instructor has over 15 years of experience in areas like business analysis, project management, agile coaching, and is certified in several agile frameworks. The course will help participants apply agile beyond software development and establish an agile mindset focused on continuous learning, feedback, and improvement.
A talk by Tim Basadur and Ellen Moran PhD
Basadur Applied Innovation & Leadership Dialogues
Many companies are returning to a changed business context and need to quickly solve a range of new problems or reinvent their products and services. This is an exciting opportunity to innovate. Many fewer recognize that achieving these creative results efficiently requires an effective process, specific skills and tools, and the right blend of thinking styles working in sync with one another. When any of these are lacking, teams may struggle to innovate. To help leaders, business owners and HR professionals engage these challenges, Ellen Moran and Tim Basadur will provide an introduction to the Simplexity Method for Applied Innovation which is designed to enable teams and organizations to achieve innovative results quickly.
Session Outcomes:
• Discover the necessary elements for innovative results – The Innovative Results Equation • Learn the four creative problem-solving preferences of team members and how their way of interacting can be a facilitator or roadblock for team innovation. • Understand the four-stage innovation process to move teams through problem-finding, problem-defining, problem solving and solution implementation in a way that drives strong team alignment and commitment. • Leave with practical tools and frameworks that can immediately boost creative collaboration where you work.
Watch REPLAY here:
https://leading-in-crisis.turnkeycoachingsolutions.com/talks/unleashing-the-creative-potential-of-your-teams/
**Leading in a Crisis Free Virtual Summit 40+ Speakers:**
https://leading-in-crisis.turnkeycoachingsolutions.com/
Having reviewed a number of Agile adoption approaches by big consulting companies given to organizations within the Kingdom, it's clear that many of them don't have the appropriate backgrounds to perform Agile transformations.
This session will discuss the Agile transformation adoption roadmap from real practitioners with numerous Agile adoptions in Saudi Arabia.
We will discuss what to try, what not to avoid, and some general things to consider.
Agile Organization can be summarized in 3 sentences:
The document discusses an agile organization and describes it as having an added value orientation, being a solution provider rather than standalone service provider, and relying on open innovation, agile architecture, craftsmanship, and agile management to continuously provide high quality solutions with short processing times.
Are we Agile or Fragile? Agile Africa 2017 - Reflections from the IQbusiness ...IQ Business - agility@IQ
IQbusiness and agility@IQbusiness conducted an inaugural State of Agile research report. The attached presentation presents our findings through both quantitative and qualitative research
The Secret, Yet Obvious, Ingredient to Sustainable AgilityAhmed Sidky
This was a presentation I gave at Ciklum in Kiev, Ukraine and at ScrumTrek in Moscow, Russia. The presentation discuss the notion of Agile and agility and then talks about what people should do to have sustainable agile. They key to sustainable agile is education. By educated, and changing the mindset of everyone in the company, then you will have sustainable agility. However, if you just focus on strategy, structure, and processes, but don't change the mindset and culture and habits of people it will not be sustainable. The presentation introduces the learning roadmap developed by the International Consortium for Agile (ICAgile) as a path organizations should pursue to engage their people in a common educational journey about agile and agility not Scrum or any particular process.
The International Consortium for Agile (ICAgile) accredits training organizations, corporations, academic institutes and government entities, thereby providing their members with over 20 knowledge-based and competency-based certifications to pursue, based on the ICAgile Learning Roadmap created by experts from around the world.
ICAgile is the only certification and accreditation body to offer knowledge-based and competency-based certifications in every discipline needed to sustain agility in an organization. ICAgile has engaged over 40 International Agile gurus and experts to create the most comprehensive agile learning roadmap.
ICAgile's Learning Roadmap is intentionally designed to focus on the education of agile not on any particular flavor or methodology of agile to ensure that every organization, can utilize the educational roadmap as it matures and customizes it agile processes and practices. ICAgile’s Learning Roadmap includes over 20 different certifications covering the disciplines of Agile Executive Leadership, Agile Coaching and Facilitation, Agile Enterprise Coaching, Agile Project Management and Governance, Agile Value Management and Business Analysis, Agile Software Design and Programming, and Agile Testing.
Brigham Young University developed a new IT Governance framework that extended well beyond the execution of projects.
This framework clarified the role of product management, helping to focus the way in which product managers work with their business stakeholders to manage the lifecycle of the OIT’s applications, services, and supporting technologies that collectively comprise the “product portfolio.”
Agility Thessaloniki’s Agile & Lean meetup discussed principles for delivering value continuously. It emphasized delivering value even if a complete feature is not ready by focusing on delivering half-baked ideas quickly to gain feedback. Making people - including users, customers, and employees - awesome was another principle, by understanding their needs and pains in order to craft successful user strategies. A final principle discussed was making safety a prerequisite through protecting people's well-being and relationships in products, services, and collaborations.
This document discusses key aspects of agile organizations. It notes that agile focuses on enabling self-organizing teams rather than controlling ideologies. At Spotify, teams manage their own pieces of the product independently to allow continuous deployment without breaking other parts. Self-organizing teams decide their own problems to solve and how to work together. Agile organizations break into small, autonomous teams of less than 8 people and have over 100 such teams at Ericsson.
The document outlines an agenda for a Lean Leadership training seminar. The agenda covers introductions, defining Lean leadership, teaching and learning skills, Toyota Kata, case studies, and conclusions. It also includes background information on the Texas Manufacturing Assistance Center, which provides services to help manufacturers in Texas accelerate growth and competitiveness.
The document discusses how hierarchical organizational structures are no longer sufficient in today's environment. Knowledge is now trapped in silos, collaboration is poor, and employees are treated like children under rigid performance systems. Networked structures that encourage employees to work beyond their usual boundaries and collaborate extensively internally and externally are better suited to the agile organizations needed today. Creating the right culture that promotes trust, peer learning, knowledge sharing, and failure tolerance is essential for networks to work effectively.
Jude Horrill is a consultant who helps organizations adopt an agile mindset and way of working. Agility is needed to manage constant change, reduce risks, and engage new generations of employees and customers. Traditional command-and-control leadership is no longer effective in today's networked world. An agile mindset focuses on collaboration, adaptability, facilitating change, and viewing the organization as part of a wider ecosystem. Agile leadership fosters experimentation, continuous learning, and a culture of respect, transparency and trust. Implementing agile practices is less important than developing an agile mindset across the organization.
Make your company epic: using agile to transform your strategy - Nectario Eco...Agile Montréal
Make your company epic: using agile to transform your strategy
Given the increased velocity and speed of change, innovative organizations are using a different way to make decisions and respond to their customers; this approach is called agile strategy.
This conference will focus on how your organizations can employ a new agile model to constantly adapt and win.
About Nectario Economakis
Nectarios was the first employee in business development at Google Montreal, helping to generate a year-over-year average growth of 50% since 2011. He participated in the growth of sales and profitability of many large corporations. Previously, he held positions at Cesart Marketing and Media Experts where he led their search marketing teams. Nectar holds a MSc from the John Molson School of Business, where his thesis compared the effects of online advertising on consumer search behavior. He is an investor, and sits on the board of several start ups. When he can, he rides his road bike and watches habs games.
A presentation I gave walking through the basics of Agile Lean and Scrum to an organization that was looking to deploy the use of Scrum and the Agile philosophy for business management. Scrum is a powerful framework that can be applied outside of a software development context to bring Agility to any organization.
Becoming a high performance organization (Agile, Design Thinking, Lean Startu...Sylvain Mahe
In today's digital age, organisations are constantly seeking to innovate and remain relevant. Join Enterprise Agile Coach, Sylvain, as he shares the attributes of innovative leaders and how to unleash the potential of creative workers from his years of experience working with large multinational firms that have sought to disrupt before being disrupted. Attendees can expect to walk away with models and practical techniques that will help them decipher the various corporate cultures and how to shape it to become a high-performance organization.
The document discusses transitioning to an agile organization in the digital age. It provides definitions and explanations of key concepts related to agility, including that an agile organization can quickly identify and deliver customer needs. It also discusses agile development methodologies like Scrum and challenges with implementing them. The document advocates that true agility requires changes across the entire organization beyond just development teams.
Agile practices have proven to help software teams develop better software products while shortening delivery cycles to weeks and even days. To respond to the new challenges of cloud computing, mobility, big data, social media, and more, organizations need to extend these agile practices and principles beyond software engineering departments and into the broader organization. Adaptive leadership principles offer managers and development professionals the tools they need to accelerate the move toward agility throughout IT and the enterprise. Jim Highsmith presents the three dimensions of adaptive leadership and offers an integrated approach for helping you spread agile practices across your wider organization. Jim introduces the “riding paradox” and explores the elements of an exploring, engaging, and adaptive leadership style. Learn about the good things that can happen when you coherently articulate why agility is so critical today and then follow up with a plan of action. Find out how to build a continuous delivery capability within your company-at the team, department, and organization levels.
Lean Leadership for Executives: Initial findings from LGN Research by David Brunt shown at the Lean Summit 2012 - Learning - Educating - Sharing on 27/28 November
In reaction to the current climate, many organisations have pushed pause on workplace learning programmes. But in reality, we cannot afford to put capability building on hold. Businesses are facing company-wide transformations or at a very minimum, re-skilling at business unit level in order to rebound and thrive in ever-changing markets.
Research shows that companies with effective capability-building programmes as an integral part of business transformation projects have higher rates of success than companies without. So how do you equip your marketing, sales and product management teams to maximise their commercial capabilities for a sustainable competitive advantage?
The document discusses organizational agility and how organizations need to change to adapt to the 21st century business environment. It notes that the rules and workforce have changed, requiring faster innovation, collaboration over silos, and flat organizations with servant leaders. To develop agility, an organization needs to focus on culture change through cross-functional teams and empowerment from the top down. Adopting agile practices can help organizations build better products faster and achieve both stability and dynamism. Potential pitfalls include a culture at odds with agile values or treating it as only an IT initiative. Measuring engagement and visible progress can indicate increased productivity and benefits of agility.
This document outlines an introduction to lean leadership workshop hosted by Lean Enterprise Academy. The purpose is to help leaders develop organizational and individual capabilities to sustain and expand lean transformation. The workshop aims to engage leaders in understanding lean thinking fundamentals and lean transformation processes. It also encourages reflection on organizational and individual lean efforts and identifies gaps to close between the current and desired states. The workshop covers lean principles, defining a lean vision and strategy, the roles of leaders and employees, and lean tools like A3 problem solving and PDCA.
What is the best Agile Adoption or Agile Transformation organization and team structure and the talent needed to successfully implement Agile across the company? Is there a best approach?
This one day course covers fundamentals of agile. The course will explore the origins and history of agile, understand the agile mindset, and learn techniques for planning, estimation, tracking progress, and adapting processes. The instructor has over 15 years of experience in areas like business analysis, project management, agile coaching, and is certified in several agile frameworks. The course will help participants apply agile beyond software development and establish an agile mindset focused on continuous learning, feedback, and improvement.
A talk by Tim Basadur and Ellen Moran PhD
Basadur Applied Innovation & Leadership Dialogues
Many companies are returning to a changed business context and need to quickly solve a range of new problems or reinvent their products and services. This is an exciting opportunity to innovate. Many fewer recognize that achieving these creative results efficiently requires an effective process, specific skills and tools, and the right blend of thinking styles working in sync with one another. When any of these are lacking, teams may struggle to innovate. To help leaders, business owners and HR professionals engage these challenges, Ellen Moran and Tim Basadur will provide an introduction to the Simplexity Method for Applied Innovation which is designed to enable teams and organizations to achieve innovative results quickly.
Session Outcomes:
• Discover the necessary elements for innovative results – The Innovative Results Equation • Learn the four creative problem-solving preferences of team members and how their way of interacting can be a facilitator or roadblock for team innovation. • Understand the four-stage innovation process to move teams through problem-finding, problem-defining, problem solving and solution implementation in a way that drives strong team alignment and commitment. • Leave with practical tools and frameworks that can immediately boost creative collaboration where you work.
Watch REPLAY here:
https://leading-in-crisis.turnkeycoachingsolutions.com/talks/unleashing-the-creative-potential-of-your-teams/
**Leading in a Crisis Free Virtual Summit 40+ Speakers:**
https://leading-in-crisis.turnkeycoachingsolutions.com/
Having reviewed a number of Agile adoption approaches by big consulting companies given to organizations within the Kingdom, it's clear that many of them don't have the appropriate backgrounds to perform Agile transformations.
This session will discuss the Agile transformation adoption roadmap from real practitioners with numerous Agile adoptions in Saudi Arabia.
We will discuss what to try, what not to avoid, and some general things to consider.
Agile Organization can be summarized in 3 sentences:
The document discusses an agile organization and describes it as having an added value orientation, being a solution provider rather than standalone service provider, and relying on open innovation, agile architecture, craftsmanship, and agile management to continuously provide high quality solutions with short processing times.
Are we Agile or Fragile? Agile Africa 2017 - Reflections from the IQbusiness ...IQ Business - agility@IQ
IQbusiness and agility@IQbusiness conducted an inaugural State of Agile research report. The attached presentation presents our findings through both quantitative and qualitative research
The Secret, Yet Obvious, Ingredient to Sustainable AgilityAhmed Sidky
This was a presentation I gave at Ciklum in Kiev, Ukraine and at ScrumTrek in Moscow, Russia. The presentation discuss the notion of Agile and agility and then talks about what people should do to have sustainable agile. They key to sustainable agile is education. By educated, and changing the mindset of everyone in the company, then you will have sustainable agility. However, if you just focus on strategy, structure, and processes, but don't change the mindset and culture and habits of people it will not be sustainable. The presentation introduces the learning roadmap developed by the International Consortium for Agile (ICAgile) as a path organizations should pursue to engage their people in a common educational journey about agile and agility not Scrum or any particular process.
The International Consortium for Agile (ICAgile) accredits training organizations, corporations, academic institutes and government entities, thereby providing their members with over 20 knowledge-based and competency-based certifications to pursue, based on the ICAgile Learning Roadmap created by experts from around the world.
ICAgile is the only certification and accreditation body to offer knowledge-based and competency-based certifications in every discipline needed to sustain agility in an organization. ICAgile has engaged over 40 International Agile gurus and experts to create the most comprehensive agile learning roadmap.
ICAgile's Learning Roadmap is intentionally designed to focus on the education of agile not on any particular flavor or methodology of agile to ensure that every organization, can utilize the educational roadmap as it matures and customizes it agile processes and practices. ICAgile’s Learning Roadmap includes over 20 different certifications covering the disciplines of Agile Executive Leadership, Agile Coaching and Facilitation, Agile Enterprise Coaching, Agile Project Management and Governance, Agile Value Management and Business Analysis, Agile Software Design and Programming, and Agile Testing.
Brigham Young University developed a new IT Governance framework that extended well beyond the execution of projects.
This framework clarified the role of product management, helping to focus the way in which product managers work with their business stakeholders to manage the lifecycle of the OIT’s applications, services, and supporting technologies that collectively comprise the “product portfolio.”
Agility Thessaloniki’s Agile & Lean meetup discussed principles for delivering value continuously. It emphasized delivering value even if a complete feature is not ready by focusing on delivering half-baked ideas quickly to gain feedback. Making people - including users, customers, and employees - awesome was another principle, by understanding their needs and pains in order to craft successful user strategies. A final principle discussed was making safety a prerequisite through protecting people's well-being and relationships in products, services, and collaborations.
This document discusses key aspects of agile organizations. It notes that agile focuses on enabling self-organizing teams rather than controlling ideologies. At Spotify, teams manage their own pieces of the product independently to allow continuous deployment without breaking other parts. Self-organizing teams decide their own problems to solve and how to work together. Agile organizations break into small, autonomous teams of less than 8 people and have over 100 such teams at Ericsson.
The document outlines an agenda for a Lean Leadership training seminar. The agenda covers introductions, defining Lean leadership, teaching and learning skills, Toyota Kata, case studies, and conclusions. It also includes background information on the Texas Manufacturing Assistance Center, which provides services to help manufacturers in Texas accelerate growth and competitiveness.
The document discusses how hierarchical organizational structures are no longer sufficient in today's environment. Knowledge is now trapped in silos, collaboration is poor, and employees are treated like children under rigid performance systems. Networked structures that encourage employees to work beyond their usual boundaries and collaborate extensively internally and externally are better suited to the agile organizations needed today. Creating the right culture that promotes trust, peer learning, knowledge sharing, and failure tolerance is essential for networks to work effectively.
Jude Horrill is a consultant who helps organizations adopt an agile mindset and way of working. Agility is needed to manage constant change, reduce risks, and engage new generations of employees and customers. Traditional command-and-control leadership is no longer effective in today's networked world. An agile mindset focuses on collaboration, adaptability, facilitating change, and viewing the organization as part of a wider ecosystem. Agile leadership fosters experimentation, continuous learning, and a culture of respect, transparency and trust. Implementing agile practices is less important than developing an agile mindset across the organization.
Make your company epic: using agile to transform your strategy - Nectario Eco...Agile Montréal
Make your company epic: using agile to transform your strategy
Given the increased velocity and speed of change, innovative organizations are using a different way to make decisions and respond to their customers; this approach is called agile strategy.
This conference will focus on how your organizations can employ a new agile model to constantly adapt and win.
About Nectario Economakis
Nectarios was the first employee in business development at Google Montreal, helping to generate a year-over-year average growth of 50% since 2011. He participated in the growth of sales and profitability of many large corporations. Previously, he held positions at Cesart Marketing and Media Experts where he led their search marketing teams. Nectar holds a MSc from the John Molson School of Business, where his thesis compared the effects of online advertising on consumer search behavior. He is an investor, and sits on the board of several start ups. When he can, he rides his road bike and watches habs games.
A presentation I gave walking through the basics of Agile Lean and Scrum to an organization that was looking to deploy the use of Scrum and the Agile philosophy for business management. Scrum is a powerful framework that can be applied outside of a software development context to bring Agility to any organization.
Becoming a high performance organization (Agile, Design Thinking, Lean Startu...Sylvain Mahe
In today's digital age, organisations are constantly seeking to innovate and remain relevant. Join Enterprise Agile Coach, Sylvain, as he shares the attributes of innovative leaders and how to unleash the potential of creative workers from his years of experience working with large multinational firms that have sought to disrupt before being disrupted. Attendees can expect to walk away with models and practical techniques that will help them decipher the various corporate cultures and how to shape it to become a high-performance organization.
The document discusses transitioning to an agile organization in the digital age. It provides definitions and explanations of key concepts related to agility, including that an agile organization can quickly identify and deliver customer needs. It also discusses agile development methodologies like Scrum and challenges with implementing them. The document advocates that true agility requires changes across the entire organization beyond just development teams.
Agile practices have proven to help software teams develop better software products while shortening delivery cycles to weeks and even days. To respond to the new challenges of cloud computing, mobility, big data, social media, and more, organizations need to extend these agile practices and principles beyond software engineering departments and into the broader organization. Adaptive leadership principles offer managers and development professionals the tools they need to accelerate the move toward agility throughout IT and the enterprise. Jim Highsmith presents the three dimensions of adaptive leadership and offers an integrated approach for helping you spread agile practices across your wider organization. Jim introduces the “riding paradox” and explores the elements of an exploring, engaging, and adaptive leadership style. Learn about the good things that can happen when you coherently articulate why agility is so critical today and then follow up with a plan of action. Find out how to build a continuous delivery capability within your company-at the team, department, and organization levels.
Lean Leadership for Executives: Initial findings from LGN Research by David Brunt shown at the Lean Summit 2012 - Learning - Educating - Sharing on 27/28 November
In reaction to the current climate, many organisations have pushed pause on workplace learning programmes. But in reality, we cannot afford to put capability building on hold. Businesses are facing company-wide transformations or at a very minimum, re-skilling at business unit level in order to rebound and thrive in ever-changing markets.
Research shows that companies with effective capability-building programmes as an integral part of business transformation projects have higher rates of success than companies without. So how do you equip your marketing, sales and product management teams to maximise their commercial capabilities for a sustainable competitive advantage?
The document discusses organizational agility and how organizations need to change to adapt to the 21st century business environment. It notes that the rules and workforce have changed, requiring faster innovation, collaboration over silos, and flat organizations with servant leaders. To develop agility, an organization needs to focus on culture change through cross-functional teams and empowerment from the top down. Adopting agile practices can help organizations build better products faster and achieve both stability and dynamism. Potential pitfalls include a culture at odds with agile values or treating it as only an IT initiative. Measuring engagement and visible progress can indicate increased productivity and benefits of agility.
This document outlines an introduction to lean leadership workshop hosted by Lean Enterprise Academy. The purpose is to help leaders develop organizational and individual capabilities to sustain and expand lean transformation. The workshop aims to engage leaders in understanding lean thinking fundamentals and lean transformation processes. It also encourages reflection on organizational and individual lean efforts and identifies gaps to close between the current and desired states. The workshop covers lean principles, defining a lean vision and strategy, the roles of leaders and employees, and lean tools like A3 problem solving and PDCA.
For organisations that need to keep up with the velocity of change in their markets, customers and technology, Digital Agility is an end-to-end concept to market approach that enables you to deliver innovation faster and with less risk.
Unlike traditional product development and delivery models, Digital Agility is a lean, insight driven technique that helps you become more nimble, innovative, and responsive.
A New Model for Sustainable Service ManagementNavvia
David Mainville, the CEO and co-founder of Navvia, discusses the need for a new model for sustainable IT service management. The current ITSM model is not delivering on its promises to improve service and reduce costs. Mainville argues for a human-centric model that focuses on winning hearts and minds through inspiration, collaboration, and accountability. Key aspects include building consensus through assessments, developing realistic plans, continuous communication, and governance to ensure the benefits of ITSM are sustained over time.
THE IMPERATIVE TO BUILD A RESILIENT AND AGILE ORGANIZATION—ONE MINDSET AT A TIMEHuman Capital Media
“Resiliency” and “Agility” are so often discussed yet rarely understood in the context of implementing these skills within organizations. Companies increasingly recognize the need to evolve the organization in order to grow or at least keep pace in a climate where innovation is critical to success—or even survival. But your people don’t know how to unlock their potential.
Why? Human brains aren’t naturally wired to deal with or initiate change. Our cognitive biases hold us back from adapting to the most common disruptions thrust upon us. They also stop us from inciting the kind of innovative thought that ultimately benefits our organizations and ourselves.
These facts of nature are in direct conflict with the realities of your business needs, aren't they?
Fortunately, research has proven we can retrain our brains to be more Resilient and Agile at any age and stage in our career. Join Dr. Casey Mulqueen and David Collins, two behavioral learning experts who’ve helped people develop Adaptive Mindsets all around the world, as they share with you:
What it means to be Resilient and Agile and why it’s critical to develop these skills
Strategies to change individuals’ behavior to positively impact the entire organization
How other companies have employed successful Resiliency and Agility training
Dark Agile inhibits business agility. The document discusses dark agile, which is the antithesis of agile values and principles resulting in an inability to align the agile ecosystem. It introduces nine focus areas to overcome dark agile, including hyper-performing teams, team motivation, emotional intelligence, optimized flow, innovation, and product discovery/delivery synchronization. The document also provides examples of agile transformations at IBM and an insurance company that implemented agile development centers.
Lean Thinking for Marketing focuses on eliminating waste in marketing to continuously add value for customers. It applies Lean principles like specifying value, identifying value streams, creating flow, establishing pull and seeking perfection. This reduces complexity and fragmentation while making marketing more relevant and responsive. Key areas to apply Lean Thinking include proposition development, lead generation/nurturing, and integrating marketing instead of working in silos. An agile, adaptive mindset is needed for data-driven, customer-centric marketing. Foundational factors include cross-border collaboration, social business, connecting people, organizing for agility and leadership.
Leo Tech is a technology consulting firm that focuses on helping clients solve problems through technology. They structure their business around four pillars - having the right people, creating the right environment, using lean methodology, and having in-depth knowledge. Some key aspects of their approach include focusing on the strengths of each employee, creating a supportive and innovative culture, adopting agile development practices like Scrum and continuous delivery, and thoroughly understanding client needs through techniques like persona mapping and storyboarding. Their goal is to encourage creativity, produce relevant solutions, understand client needs, and inspire innovation.
Are we Prepared for Scrum Master’s Role in COVID-19 Outbreak?Invensis Learning
No one was ready for COVID19! With a back to back lockdown months affecting the entire business verse globally. According to a PwC survey, 72% of respondents believe their companies will be more Agile going forward and 68% believe they will have flexible work environment to better equip in the long run.
In this regard, know how the Scrum Masters help thousands of teams all around the globe to collaborate? Do you feel that you are prepared for Post-COVID19 changes the way we work? How to deal with the disruptive changes?
#scrummaster #agile #covid19 #agileprojectmanagement #scrum #itmanagers #projectmanager
Areas covered:
1. Who is a Scrum Master and why we need a Scrum Master
2. How Scrum Master helped the teams in COVID19 to align and maximize value.
3. Why this is the high time for us to know about the role.
4. How can you be a good Scrum Master?
Who’ll benefit:
* IT Professionals
* Project Managers
* Delivery Managers
* QA and Testing Professionals
* Scrum Team Members
* Aspiring Scrum Masters
* Anyone who might be interested to know or oppose the idea all together
Speaker Profile:
Satyavrat Nirala is one of Asia’s youngest trainer and coach with certifications of CSM, CSPO, and CAL1, CAMS certification. He has been training and coaching Project management teams, Scrum teams internationally for the last 7 years. Started his career as a project technical analyst, Satyavrat has traversed through various roles in his journey including that of a self-thought coder, software team member, Business Analyst, SME, Scrum Master, Process Consultant, Project Management and Agile guide and coach and Mentor over a span of 14+ years.
For more information please visit our website: https://www.invensislearning.com/
Scaling Dimensions - Scaling is more than adding people to a product teamChristoph Mathis
Scaling Agile is surprisingly hard. There are good reasons why agile implementations remained dedicated to small co-located teams.
The presentation outlines some of these reaseons and derives cautonary rules when considerung using agile in the large.
This document discusses how organizations can grow to become more agile. It focuses on four levels - individuals, teams, Scrum Masters/Product Owners, and the organization as a whole. For each level, it provides examples of initiatives that can be taken including training, coaching, facilitating reflection, and fostering communities of practice. The goal is to progress from initially installing agility to eventually perfecting agility through continuous improvement. Key aspects discussed include developing an agile culture and mindset, promoting intrinsic motivation, leadership as a distributed trait, and fostering alignment through vision and sensemaking.
This document summarizes a presentation on lean leadership and management. It discusses:
1) The challenges organizations face in clearly defining their purpose, specifying value-creating processes, and engaging people to improve processes.
2) How lean thinking addresses these challenges by specifying value through end-to-end value streams, analyzing processes to remove waste, placing activities in continuous flow, and engaging people in continuous improvement.
3) The differences between the "Sloan school of management" focused on vertical organization and planning from the top-down, and the "Toyoda school of management" focused on horizontal processes, problem-solving by line managers, and steady continuous improvement.
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
Watch our 1-hour foundational webinar below and you’ll learn how to begin applying Lean right away. You’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts can improve and transform your operation.
You can find the rest of the webinar materials and questions from the webinar here:
https://goleansixsigma.com/webinar-introduction-to-lean/
The Practical Application of Lean Thinking to SoftwareDevelopmentJames Trott
Al Shalloway, CEO of Net Objectives, describes how Lean-Thinking applies directly to the process of software development. This talk describes Lean-Thinking using the "House of Lean". Each facet of the house applies to some aspect of software: management, people, process, value.
The document provides an introduction to Agile project management. It discusses key concepts like Scrum, an Agile methodology. Scrum uses short "sprints" to incrementally deliver working software. Meetings like daily stand-ups and sprint planning and retrospectives help coordinate work. The roles of product owner, Scrum master, and self-organizing cross-functional teams are also outlined. The document emphasizes delivering value to customers through iterative development and continuous improvement.
Breaking Down Barriers (to enterprise social) in the Land of DinosaursSusan Hanley
You’ve heard the messages: the future of collaboration is all about enterprise social networks. It’s a future where you’d like to be, of course, but what if you work in a land of stodgy dinosaurs? Your dinosaurs might not find it so easy to let go of past paradigms and make the leap of faith to try something new and different. This presentation showcases several powerful social collaboration success stories from which you can draw insights and presents some proven approaches to break down the barriers that you might encounter.
Webinar: Engaging Leaders and the Baldrige Framework to Advance Excellence at...KaiNexus
Presented by
Karen Kiel Rosser, MHA, CLSSGB
Vice President of Quality
Mary Greeley Medical Center
Ron Smith, MPA, CLSSGB
Process Improvement Coordinator
Mary Greeley Medical Center
Hosted by Mark Graban and KaiNexus
In this webinar, you will learn:
How MGMC combines various methodologies to improve
A high-level view of MGMC’s improvement journey
Ways in which MGMC engages leaders in Lean
Tips for increasing the sustainability of improvement work
Lessons learned through a Lean transformation
Ignore middle managers at your peril!!!. Why middle managers hold the key to ...IQ Business - agility@IQ
Lack of Executive buy-in is known to be one the leading causes of failed Agile transformations! But what about another level of management buy-in that can either make or break your agile transformation efforts… Middle management!
Based on my experience in large corporate organisations undergoing an agile transformation, I have encountered massive support and buy-in from senior leadership and executives. Yet, still some of these transformations have failed to see the significant improvement in results that there were expecting. Middle management are often overlooked in Agile transformation initiatives, yet they are the people most effected by the change… and therefore the most likely to resist.
Similar to Rapid Lean Six Sigma.Short Version For Web (20)
Ignore middle managers at your peril!!!. Why middle managers hold the key to ...
Rapid Lean Six Sigma.Short Version For Web
1. Rapid - Lean Six Sigma:
Kick-Starting Your Continuous Improvement Program
Facilitated by: John Besaw, Ph.D.
1
2. “Success in war depends on the golden rules:
speed,
simplicity, and
boldness.”
2
3. RapidLeanSixSigma
Success depends on:
speed,
simplicity, and
boldness.
A common complaint of traditional Lean
and Six Sigma is that they “take too long.”
3
5. A Systems Approach
A “Systems Approach” that creates a
culture in which everyone is continuously
improving processes and eliminating waste.
5
6. Continuous Improvement
… as a critical responsibility of everyone.
It must involve all areas and requires a
commitment to hard work and the
uncompromising drive to seek out new and
better ways of doing things.
6
7. RapidLeanSixSigma provides the tools and
techniques for making decisions and solving
problems - fast.
An organization’s early success will be
realized through engaged employees using
an empowered approach for “rapid” process
improvement.
7
8. eGenda
1. Introduction - Why RapidLeanSixSigma
2. Leading in a RapidLeanSixSigma environment
3. Integrating Lean concepts and Six Sigma problem
solving methodology
4. RapidLeanSixSigma Tools and Techniques
5. RapidLeanSixSigma Roadmap
6. Transformation Planning
8
9. Workshop Description
The RapidLeanSixSigma Workshop provides a
hands-on, experiential approach to continuous
improvement. The framework highlights
RapidLeanSixSigma tools and techniques used
by empowered teams.
Fast, simple, practical methods are highlighted.
9
10. Workshop Objectives
The objectives of the RapidLeanSixSigma
workshop are for each participant to know basic
tools and techniques and comprehend his/her
role in a team approach to Continuous
Improvement.
Through an experiential approach, participants
use a systematic approach to problem-solving
and learn to use RapidLeanSixSigma tools and
techniques.
10
11. Activity
What are we doing now that we
shouldn’t be doing at all.
1)
2)
3)
There may be too many To-Do lists.
Consider A “Not-To-Do” List
11
12. Why?
Constantly improving products and services
can help an organization remain competitive
and keep a strong customer base.
12
13. “Journey” Never Ends
RapidLeanSixSigma Current
Lean 2004
Six Sigma 2000
TQM 1990’s
American business rediscovers Deming 1970’s & 1980’s
Japan emerges as a leader of Lean
Transformation of Japanese economy
Japanese adopt Deming’s principles 1950s
Deming goes to Japan 1950
Deming in America 1940s
13
14. RapidLeanSixSigma
Integrating Lean and Six Sigma
Speed and Simplicity
Lean
• Waste Reduction
• Velocity
Six Sigma
• Problem Solving Methodology
14
15. RapidLeanSixSigma
Everyone On-Board Upfront
Action
Commitment
Understanding
Information
15
17. A Journey, not an end state
Shared Vision
Future Value Stream
Where we
are today
Current Value Stream
17
18. For Reflection
Developing a Strategy is not easy; executing it is
even more difficult; sustainment ???
Transformation is not just about a plan, it requires
changing people’s mindsets and behaviors.
Activity:
Mindsets and Behaviors that need to be changed.
1.
2.
3.
4.
18
19. Orientation
Fixing problems,
Not - fixing blame.
“We are in a new economic age. We can no
longer live with commonly accepted levels of
delays, mistakes, defective materials and
defective workmanship.”
Dr. W. Edwards Deming
19
24. Basics
Customer defines quality
Top management leadership
All employees responsible
A way of life (our culture)
Team problem solving
Tools
Training for all
24
25. RapidLeanSixSigma
“Elevator Speech”
A leadership philosophy dedicated to creating and
keeping loyal customers through continuous
improvement of all products, services, and
processes.
Requires the active and continual participation of
all employees in an environment supportive of
innovation and teamwork.
25
26. Anticipate Possible Problems
Outdated Management Philosophies
Organizational Culture
Lack of Knowledge
In-bred Complexity
26
28. Two “Sides”
The “HARD” Side: The “SOFT” Side:
is about is about
• processes • buy-in
• measurement • commitment
• tools • attitude
• structures • overcoming
• procedures resistance to change
• self-leadership
28
29. For Discussion
“… more organizations fail from a lack of
creating the right culture and infrastructure than
from using the wrong tools!”
“… the key lesson is not to get lost in the
statistical weeds or the improvement tools.
Important as these are, the source of power is
first and foremost in the culture.”
29
30. Culture
Traditional RapidLeanSixSigma
• Authoritarian • Participative
• No risk-taking • Encourage change
• Fear of job loss • Job security
• Status quo • Continuous improvement
• Systems policies • Policies that inspire people to
want continuous improvement
• “Beat on” supplier • Work with supplier
• Distant from customers • Close to customers
• Few people trained in basic tools • Everyone trained in basic tools
30
32. 20-60-20 Rule
20% of the people in the organization
will be “Transformation Friendly”
60% will sit on the
fence
20% will resist
32
33. RapidLeanSixSigma
Goals and Benefits
Achieve total customer satisfaction and
improved operational effectiveness and
efficiency
Improve communication and teamwork
through a common set of tools and
techniques (a disciplined, repeatable
methodology)
33
34. RapidLeanSixSigma
Relentless pursuit of elimination of waste:
• Over-production
• Excessive Inventory
• Unnecessary Motion
• Waiting
• Defects Requiring Rework or Scrap
• Extra Processing
• (Workforce Productivity)
34
36. Resistance to Change
Asking people to work differently often
meets with stiff resistance.
Overcoming resistance to change can
be the hardest part of our job.
It is against human nature to want to
change the way things are done unless
there is a compelling reason to do so.
continued
36
37. The biggest reason for RapidLeanSixSigma
implementation is its astonishing success at
dramatically improving a company’s
bottom-line profitability - fast.
37
41. Temperament
Internet Resources
http://en.wikipedia.org/wiki/Myers-Briggs_Type_Indicator
http://www.keirsey.com/
http://www.typelogic.com/enfj.html
41
42. http://www.lean.org/
Website for the Lean Enterprise Institute… books,
workbooks, and case studies that help companies
transform themselves based on the principles of
the Toyota Business System.
42
44. Nalicheri, N., Baily, C., & Cade, S. The lean,
green service machine.
http://www.strategy-business.com/
Poppendick, M. (2002). Principles of lean
thinking.
http://www.poppendieck.com/papers/Le
anThinking.pdf
44
45. For Discussion
http://www.thefreedictionary.com/kick-starting
Lean Six Sigma: Lean Six Sigma is a business
improvement methodology which combines (as the
name implies) tools from both Lean Manufacturing and
Six Sigma. Lean manufacturing focuses on speed and
traditional Six Sigma focuses on quality. By combining
the two, the result is better quality faster.
Rapid (adjective): acting or moving quickly
Kick-Starting (verb): to do something bold or drastic in
order to begin or improve the performance of
something.
45
49. Characteristics of a
RapidLeanSixSigma Master
Highly effective Team Facilitator
Highly Respected by Superiors, Peers and Subordinates
Inspires Others to Excel
Possesses a Creative, Critical, Out-of-the-Box Intellect
Accepts Responsibility for identifying choices
Encourages Commitment, Dedication and Teamwork
Solicits Diverse Ideas and Viewpoints
Acts Decisively Under Pressure
Effective in Consulting, Mentoring and Coaching others
Team Engagement
49
51. Example
Coaching – Annual
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Sample Text To edit the timeline,
select the timeline
object, and then click
Sample Text Ungroup on the Draw
menu.
Sample Text
Sample Text
On time!
51